
In the latest chapter of our Professional Progression series, we’re proud to share Bradley Crann’s finance career progression in security. With 10 years at Professional Security, Bradley’s journey highlights resilience, growth, and the power of long-term career development.
After failing college, my career plans took an unexpected turn. I reached a crossroads and had to choose between starting over or finding work.
A family friend, who had just become a manager at YH Training, helped me secure an interview at Professional Security. I was successful and began as a Payroll Apprentice, working towards my AAT qualification.
At first, I didn’t fully realise how supportive the company was. Over time, I saw how welcoming and encouraging the environment truly is — something that played a big role in shaping my career.
As a Finance Business Partner, I lead the FP&A (Financial Planning & Analysis) team. Our work supports operations by helping drive profitability and improve commercial decision-making.
My daily responsibilities include:
Forecasting future financial performance
Ensuring reporting accuracy and insight
Supporting operational strategy
Managing stakeholders across the business
Applying a commercial mindset to business projects
The role is fast-moving and strategic, which keeps it both challenging and rewarding.
When I started as an apprentice, I had no clear idea where my career might lead.
Over time, as the business expanded and leadership evolved, it became clear how many opportunities existed. My progression path has included:
Payroll Apprentice
Finance Supervisor
Billing Manager
Finance Business Partner
Today, more opportunities exist than ever — not only for me, but for others across the business.
The most satisfying part of my job is seeing the real impact of my work.
Looking back at our financial performance over recent years, I can clearly see the transformation I’ve contributed to. The experience, knowledge, and exposure I’ve gained have been invaluable.
One of the best pieces of advice I’ve received is to become a specialist rather than trying to do everything.
I was encouraged to focus on the big picture and prioritise what benefits the business most — not just what people ask for in the moment.
That mindset has helped shape how I approach decision-making and leadership.
Breaking out of entry-level roles can be challenging.
The key is to add value. Think about how you can contribute more than others — to your manager, your department, and the wider company. Progress comes when people see the impact you create.
I used to play a wide range of sports, including tennis, golf, snooker, rugby, and football.
These days, football is my main focus. I can play any position, although I prefer striker or midfield — unless it’s five-a-side, where I usually play in defence.